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Contributing to Competitiveness in Retailing by Engaging in Sustainability: The Case of Migros

  • Thomas Rudolph
  • Kristina Kleinlercher
  • Marc Linzmajer
  • Cornelia Diethelm
Chapter

Abstract

In 2015, the Swiss company Migros was awarded the most sustainable retailer worldwide. Recent changes in the Swiss retail landscape render sustainable actions more complex than ever before. German discounters entered the market, cross-border shopping gains popularity, and the Internet revolutionizes traditional retail formats. Sustainably produced goods are no longer an add-on in retailing; rather they are a principal requirement. The question how to engage in sustainability without jeopardizing a company’s competitiveness rises. By examining Migros’ sustainability initiatives, this study identifies the ingredients of a competitive sustainability strategy. It finds that strong engagement from employees and customers, information transparency, collaborations with stakeholders, business model innovations, initiatives along the entire value chain, and the powers of the Internet contribute to the success of sustainability.

Keywords

Sustainability Retailing Competitiveness Success factors Value chain 

Notes

Acknowledgments

The completion of this case study would not have been possible without the support of others. First, we want to thank the entire Migros team for their guidance and support. We were privileged to work with them. Second, we express our gratitude to the students of the 2016 fall semester class Supply Chain Management at the University of St. Gallen. Their feedback on the case study was very helpful to us.

Further Reading

  1. Chkanikova, Olga, and Matthias Lehner. 2015. Private Eco-Brands and Green Market Development: Towards New Forms of Sustainability Governance in the Food Retailing. Journal of Cleaner Production 107 (November): 74–84.CrossRefGoogle Scholar
  2. Claro, Danny P., Silvio A.L. Neto, and Priscila B.O. Claro. 2013. Sustainability Drivers in Food Retail. Journal of Retailing and Consumer Services 20 (May): 365–371.CrossRefGoogle Scholar
  3. Dao, Viet, Ian Langella, and Jerry Carbo. 2011. From Green to Sustainability: Information Technology and an Integrated Sustainability Framework. Journal of Strategic Information Systems 20 (1): 63–79.CrossRefGoogle Scholar
  4. Ougaard, Morten. 2014. Sustainability and Counteracting Factors to Profit Rate Decline. The European Journal of Social Science Research 27 (3): 220–237.CrossRefGoogle Scholar
  5. Schaltegger, Stefan, and Jacob Hörisch. 2015. In Search of the Dominant Rationale in Sustainability Management: Legitimacy- or Profit-Seeking? Journal of Business Ethics 145 (2): 259–276.CrossRefGoogle Scholar
  6. Wiese, Anna, Julian Kellner, Britta Lietke, Waldemar Toporowski, and Stephan Zielke. 2012. Sustainability in Retailing–A Summative Content Analysis. International Journal of Retail & Distribution Management 40 (4): 318–335.CrossRefGoogle Scholar

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Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Thomas Rudolph
    • 1
  • Kristina Kleinlercher
    • 1
  • Marc Linzmajer
    • 1
  • Cornelia Diethelm
    • 2
  1. 1.University of St. GallenSt. GallenSwitzerland
  2. 2.Migros-Genossenschafts-BundZurichSwitzerland

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